1. Chapter 2 Self-Awareness: Understanding and Developing Yourself
Management: A Skills Approach, 2/e by Phillip L. Hunsaker
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2. Copyright © 2005 Prentice-Hall
Learning Objectives
Better Understand Yourself
Know How to Continually Learn about Yourself
Improve Existing Skills and Build New Ones
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3. Copyright © 2005 Prentice-Hall
Learning Objectives
Use the Remaining Chapters of this Book to Improve Your Management Skills
Self-Direct Your Career in Management
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4. Copyright © 2005 Prentice-Hall
Success in the knowledge economy comes to those who know themselves-their strengths, their values, and how they best perform.
-Peter Drucker
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5. Why Increase Your Self-Awareness?
Establish an Understanding of Your Existing Aptitude to Manage
Be Able to Continually Improve Your Skills
Learn How to Self-Direct Your Managerial Career
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6. How to Increase Your Self-Awareness
Individual Data Gathering
Learning from Experience
Finding Solitude to Reflect
Self-Assessment Inventories
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7. How to Increase Your Self-Awareness
Learning from Experience
Experience-goal Matching
Keeping a Journal
Finding Solitude to Reflect
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8. Individual Control Self-Assessment Techniques
Self-written interviews, life story, autobiographical story
Written daydreams
Written future obituaries or retirement speeches
Ranking of significant work values
Assets and liabilities balance sheet
Lifestyle representation
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9. Sample Journal Entries
I went skiing this weekend and saw the perfect example of a leader adapting her leadership style to her followers and situation. While putting on my skis, I saw a ski instructor teaching little kids to ski. She did it using the game “red light, green light.” The kids loved it and seemed to be doing very well. Later that same day, as I was going to the lodge for lunch, she was teaching adults, and she did more demonstrating than talking. However, when she talked she was always sure to encourage them so they did not feel intimidated when some little kid whizzed by. She would say to the adults that it’s easier for children or that smaller skis are easier. She made the children laugh and learn and made the adults less self-conscious to help them learn too...
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10. How to Increase Your Self-Awareness
Self-Assessment Inventories
SAQ 1: Is Management for You?
SAQ 2: What’s Your Preference: Leadership or Management?
SAQ 3: What’s Your Emotional Intelligence at Work?
SAQ 4: Cognitive Style Self-assessment
SAQ 5: Leadership Assumptions Questionnaire
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11. SAQ 1: Is Management for You?
ML = Most like me SL = Somewhat like me NS = Not sure
SU = Somewhat unlike me MU = Most unlike me
 1.   
I can get others to do what I want them to do. ML SL NS SU MU 2.
I frequently evaluate my job performance. 3.
I prefer not to get involved in office politics. 4.
I like the freedom that open-ended goals provide me.
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12. SAQ 2: What’s Your Preference: Leadership or Management?
Me Right Now
When I have a number of tasks or homework to do, I set priorities and organize the work to meet the deadlines.
When I am involved in a serious disagreement, I hang in there and talk it out until it is completely resolved.
I would rather sit in front of my computer than spend a lot of time with people.
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13. SAQ 2: What’s Your Preference: Leadership or Management?
As Head of Major Department
I would help subordinates clarify goals and how to reach them.
I would give people a sense of mission and higher purpose.
I would make sure jobs get out on time.
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14. SAQ 3: What’s Your Emotional Intelligence at Work?
Very Slight Ability Moderate Ability Very Much Ability
_____ 1. Associate different internal physiological cues with different emotions.
_____ 2. Relax when under pressure in situations.
_____ 3. "Gear Up" at will for a task.
_____ 4. Know the impact that your behavior has on others.
_____ 5. Initiate successful resolution of conflict with others.
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15. Copyright © 2005 Prentice-Hall
Five Basic Components of
Emotional Intelligence
Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skill
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16. SAQ 4: Cognitive Style Self-Assessment
1. Are you influenced more by:
Values
Logic
2. When you have to meet strangers, do
you find it:
a. Something that takes a good deal of effort
b. Pleasant or at least easy
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17. Interpretation: Cognitive Style Self-Assessment
Theory of Personality
Preferences
Introvert
Extrovert
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18. Interpretation: Cognitive Style Self-Assessment
Psychological Functions
Perceiving
Sensing
Intuition
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19. Interpretation: Cognitive Style Self-Assessment
Psychological Functions
Judging
Thinking
Feeling
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20. Interpretation: Cognitive Style Self-Assessment
Dominant Process
Perception-Judgment Combinations
Sensation w/ Thinking
Intuition w/ Thinking
Sensation w/ Feeling
Intuition w/ Feeling
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21. Jung’s Personality Typology
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22. SAQ 5: Leadership Assumptions Questionnaire
It’s only human nature for people to do as little work as they can get away with.
When people avoid work, it’s usually because their work has been deprived of its meaning.
If employees have access to any information they want, they tend to have better attitudes and behave more responsibly.
If employees have access to more information than they need to do their immediate tasks, they will usually misuse it.
_____(a)
_____(b) 10
_____(c)
_____(d)
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23. Copyright © 2005 Prentice-Hall
How to Increase Your
Self-Awareness
Soliciting Feedback from Others
Self-Disclose First then Solicit Feedback
The Johari Window
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24. Copyright © 2005 Prentice-Hall
Johari Window
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25. Copyright © 2005 Prentice-Hall
Whom Should Feedback Be Solicited from?
360-Degree Feedback
Personal Coaches
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26. Guidelines for Soliciting Feedback
Step 1. Identify areas in which feedback would be of most value. Step 2. Assess the relative value of monitoring versus inquiring behaviors. Step 3. Inform others of the specific areas in which you desire feedback. Step 4. Managers should make themselves accessible to relevant others. Step 5. Managers should monitor their own behavior. Step 6. Managers should ensure that they have understood the sender’s message. Step 7. Provide positive reinforcement for feedback provided by others.
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27. Self-Directed Career Management
- Process by which individuals guide, direct, and influence the course of their careers
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28. Model for Self-Directed Career Planning
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29. Self-Directed Career Management
Managers should instill in subordinates the need to take responsibility for managing their own careers.
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